The change comes from the inside! Divide and Conquer: A Top Down and Bottom Up Approach

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1 The change comes from the inside! Divide and Conquer: A Top Down and Bottom Up Approach 1

2 Agenda Purpose Background Let s talk about Change Our Change Management Plan Change Management Team Conclusions 2

3 Purpose What is Change and how can a small business achieve Process Improvement Change? OST s case study on achieving change Our Change Management Plan & transition to a high maturity organization Our Change Management team How we defined our 80/20 Our early adopters What to do with detractors? 3

4 Background Who we are OST, Inc Washington DC-based, founded in 1999 Core competencies Integrated IT solutions Managed Services Management consulting Research, development & engineering CMMI L5 (CMMI-DEV v1.2) ISO 9001:2008 certified ANSI 748 compliant 4

5 Background - Our Process Improvement Timeline 5

6 Background- Our Process Improvement Structure 6

7 What is change? 7

8 OST A case study Wanted to apply lean concepts Use smartly limited resources Use existing framework Wanted to get away from the gut-feeling improvements To proven-improvements Competitive advantage 8

9 Top down- Senior Management s Support They saw the value from the beginning Communicated the main message Towards the company s vision Benefits of the change at different levels Maintained the enthusiasm and motivation Head of communication channel 9

10 Change Management Plan Plan Collect Improvement Information Provide resources Review Status with Higher Level Mgt. Assign Responsibilities Objectively Evaluate Adherence Train 10 Monitor and Control Identify and Manage Stakeholders Manage Configurations

11 The 80/20- Our people 11

12 How to define your 80/20 Bringing change Crossing the chasm - 12

13 Early Adopters- Change Management Team Creation of Business Performance Group (BPG) Group to take process improvement to the next level Early adopters from several projects and backgrounds SEPG leaders selected the team Interaction from governance activities, audits, focus group participations Characteristics Humble Attitude counts Hungry Challenge you Ownership Leadership Trustworthy Availability and Commitment Got buy-in from respective PMs and Business Unit Leads Before talking to potential members 13

14 Change Management Team- From Group to Team Invested time for the members to know each other Myers- Briggs Learn how to work among team members Meet in person as often as possible Build team values Let them know about the distinction What they bring to the table Let their peers know Sr. Mgt reinforced` the message and kept them motivated Gave them authority for their area of work Let them take ownership in tasks in their area of interest Sometimes challenged them with other tasks 14

15 Change Management Team - Responsibilities Transition Vision Alignment Empowerment Change Management Team Responsibilities Resources Dialogue Congruence Anticipation

16 Change Management Team- What they accomplished Planned and implemented change management action plans Provided feedback from the practitioner s perspective Ensured ease of use and usefulness* of new processes Led by example Implemented on their projects Introduced change to their peers Established the buddy program to ensure understanding Became the main channel of communication Gather first source feedback Gained the trust of other peers Are still supporting implementation of L5 16 * Medha Umarji, Gauging acceptance of software metrics: Comparing perspectives of managers and developers

17 Detractors?- What to do Identified skeptics Through the feedback provided Their attitude toward process changes Analyze their feedback Found the root cause Commonalities- role, activities, concerns Incorporated feedback in the process Establish action plans to get buy-in PMs shared concerns Project Managers that had concerns about sustainability Impact on the project constructs Created a group with early adopter PMs and BULs Helped us getting understanding of where others were coming from 17

18 Change Management- Did it work? Practitioners start driving the change Make requests Provide feedback Provide new ideas Their language changed Practice interviews- L5 institutionalized Practitioners started inquiring to implement in their projects Our business outlook changed Strategic and goal oriented Replaced gut feeling with quantitative decision making 18

19 What we learned If you are having a bumpy road A lot of noise is coming back Don t worry, it shows they are listening Don t assume all resistance comes from being a detractor Most times is miscommunication Don t wait for a fully cooked recipe to share Share a little bit on the way to get feedback and adjust Keep your cool and remember your core values People drive the change Don t forget about the middle 19

20 What we learned CELEBRATE!!! 20

21 Conclusion- The Pursuit of True Change People, process, and technology impact quality Process is a sequence of steps performed for a given purpose (IEEE) People Process changes have the most impact Process Technology 21

22 Conclusion- A Suggested Roadmap Define the Battle Why are you pursuing the change? Does it align to your vision? Define benefits at all levels Get Senior Management s commitment Create a Plan- Use your GPs Target the Point of Attack Find your early adopters- They will become your best sellers and provide feedback Create a Change Management Team for practitioners and PM level Find your skeptics- Analyze why and how to bring them over Assemble and Invasion Force Create the whole product - processes, solutions, support structure, etc Ensure its ease of use and usefulness- Otherwise, who wants it? Establish support mechanisms- trainings, buddy programs, etc Ensure the outputs provide the expected benefit Launch the Invasion Define and manage channels of communication Use your change management team as your sales force Beat the drums- Sr. Mgt, SEPG, Practitioners 22

23 Summary What is Change and how can a small business achieve PI Change? OST s case study on achieving change Our Change Management Plan & transition to a high maturity organization Our Change Management team How we defined our 80/20 Our early adopters What to do with detractors? 23

24 Questions & Answers Any Questions? 24

25 Appendix- Reference Material Crossing the Chasm: Geoffrey A. Moore, Collins Business Books essentials,revised Edition, ISBN 13: ISBN 10: Gauging acceptance of software metrics: Comparing perspectives of managers and developers, Medha Umarji,. 25

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